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~ Dene Rossouw

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Question 1

10 ways to have a better conversation

Celeste Headlee tells her audience to stay out of . . .

A

Other people's business

Hint:

No

B

Being a busybody

Hint:

Admirable but no

C

Trying to be clever

Hint:

Nope

D

The weeds

Hint:

Correct!

E

Your agenda

Hint:

Nice try but no

Question 1 Explanation:

Don't give all the detail, you'll lose track and your listener

Question 2

10 ways to have a better conversation

Celeste Headlee tells her audience to go with . . .

A

The other person's point of view

Hint:

Maybe but no

B

The flow

Hint:

Correct! Well done.

C

New perspectives

Hint:

Nearly

D

Self-awareness

Hint:

Not quite

E

Emotion

Hint:

Maybe but no

Question 2 Explanation:

Don't try to manipulate the conversation to suit your agenda

Question 3

The golden circle

Simon Sinek has a simple but powerful model for inspirational leadership and persuasion, And it's all contained in a golden circle.
Starting from the inside out, what are the three fundamental motivating questions of the golden circle?

A

How? Why? What?

Hint:

Yeah, yeah

B

Why? How? What?

Hint:

Right, the 3 motivating questions

C

What? How, Why?

Hint:

Wrong way round

D

Do? Or do not? Is there no try?

Hint:

Yoda will not be happy with you

E

How do I see myself?
How do I show up?
How do I serve the world?

Hint:

Good philosophical questions, but not the 3 questions of the golden circle

Question 3 Explanation:

Sinek says, "But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do."

Question 4

Moving from the inside out

Simon Sinek repeated this phrase many times:
People don't buy what you do, . . . [complete the phrase]

A

People always follow a driven leader

Hint:

Not

B

People love to follow someone who is passionate about what they believe

Hint:

Sorry, no

C

People respect others who are in touch with their why

Hint:

Close but no

D

People will follow anyone who seems to know where they are going

Hint:

True but no

E

People buy why you do it

Hint:

Right on

Question 4 Explanation:

Sinek compares the passion and ultimate success of the Wright brothers with Samuel Pierpont Langley.
The Wright brothers were in touch with 'why' they wanted to be the first to fly an aeroplane.
Even though Langley had vast resources, he had not worked beyond 'what' he wanted to achieve. In other words, he was not in touch with his values and never activated his own ‘why’.

Question 5

Authentic conversations

William Isaacs, author of Dialogue and the Art of Thinking Together, says, “Dialogue…. is a conversation with a ?????, not sides.
This type of conversation is . . . ?

A

A perfect example of non-violent communication

Hint:

No, but it is non-violent

B

Letting everyone have their say

Hint:

Nice try, but you will never get anything done

C

About managing by consensus

Hint:

No, try it and see how you will have no time for yourself

D

Not positional

Hint:

You got it!

E

Dealing with conflict in a respectful way

Hint:

And then what?

Question 5 Explanation:

It sounds counterintuitive, but a centred conversation has the most chance of creating the space for surfacing undiscussables. It gives people permission to be honest and authentic. It’s essential for great work relationships built on trust.
A centred conversation inspires action and gets results.

Question 6

Miscommunication

A one-way communication style is a . . . of information?

A

Download

Hint:

Nearly

B

Executive communication

Hint:

No

C

Directive

Hint:

Nearly

D

Transmission

Hint:

Yes

E

Report

Hint:

No

Question 6 Explanation:

When communication is only one-way, Hampsten refers to it as a simplistic transmission, in the hope that something will stick.

Question 7

The Long-Term Effects of Short-Term Emotions

If emotions influence how we make decisions even after the heat or anxiety or exhilaration wears off, it's because our mind . . .

A

Looks for ways to orchestrate a win-win

Hint:

No

B

Looks for new information

Hint:

No

C

Looks for ways to take the path of least resistance

Hint:

No

D

Looks for ways to get even

Hint:

No

E

Looks for a precedent

Hint:

Yes

Question 7 Explanation:

When we confront a situation, our mind looks for a
precedent among past actions without regard to whether a decision was made in emotional or unemotional circumstances.
Which means we end up repeating our mistakes, even after we’ve cooled off.

Question 8

Miscommunication

Katherine Hampsten refers to communication as a game of catch, as we create . . . together?

A

Madness

Hint:

You got it

B

Messiness

Hint:

Nah

C

Momentum

Hint:

Good try but no

D

Messages

Hint:

No

E

Meaning

Hint:

You got it

Question 8 Explanation:

Hampsten talks about communication as a game of catch, as we create meaning together.

Question 9

Miscommunication

As we communicate, Hampsten refers to the game of catch, as tossing a lump of clay to each other, and before we send it back we . . . it?
(More than one could be correct)

A

Re-work

Hint:

Yep

B

Refine

Hint:

Yes

C

Reshape

Hint:

Yes

D

Remould

Hint:

Yes

E

Reconfigure

Hint:

Yes

Question 9 Explanation:

As we communicate, Hampsten refers to the game of catch, as tossing a lump of clay to each other, and before we send it back we rework, refine, reshape, remould and reconfigure the message.

Question 10

Dare to disagree

When we want to persuade others about an innovative idea, resolve an issue or find a solution, Margaret Heffernan encourages us to welcome people who disagree. She says these thinking partners must not be . . .

A

Prima donnas

Hint:

No

B

Wise guys

Hint:

No

C

Intellectuals

Hint:

No

D

Echo chambers

Hint:

Yes

E

Activists

Hint:

No

Question 10 Explanation:

Margaret Heffernan says "it requires that we find people who are very different from ourselves. That means we have to resist the neurobiological drive, which means that we really prefer people mostly like ourselves, and it means we have to seek out people with different backgrounds, different disciplines, different ways of thinking and different experience, and find ways to engage with them." In other words, resist finding people who are echo chambers and will tell us what we want to hear.

Question 11

85 percent of leaders are afraid of disagreement

Leaders are generally afraid of conflict. Margaret Heffernan says that 85 percent of leaders acknowledge they have issues or concerns at work that they are afraid to raise. 85 percent is a really big number. She says we should view disagreement as . . .

A

Minimizing margins of error

Hint:

Not quite

B

Finding allies

Hint:

Not quite

C

Essential for good thinking

Hint:

Yes

D

Listening

Hint:

Sort of but no

E

Win-win

Hint:

Sort of but no

Question 11 Explanation:

Margaret Heffernan says if we aren't going to be afraid of conflict, we have to see it as thinking - another perspective. When we bring conflict into the circle of discussion, instead of avoiding it, that openness to other thinking is not the end, but the beginning.

Question 12

5 rules for productive disagreement

Margaret Heffernan says we must dare to disagree and suggests five rules. Which of the following five rules is not one of her rules for productive disagreement?

A

Find allies

B

Appoint a devil’s advocate

C

Declare a cooling off period

D

Get everyone involved to admit to conflict avoidance and selective blindness

E

Listen for what is NOT being said

Question 12 Explanation:

The 4th rule is a red-herring and is not one of her suggestions [get everyone involved to admit to conflict avoidance and selective blindness]. The missing rule is: Imagine you can do everything you want to do. What parts are not being challenged? What are the underlying interests everyone is missing?

Question 13

An organization is only as healthy as its conversations

William Isaacs, author of Dialogue and the Art of Thinking Together, says, “Dialogue…. is a conversation with ??????, not sides . . . .

A

Disagreement

Hint:

No

B

A centre

Hint:

yes

C

Thinking partners

Hint:

Not in this example

D

Emotion and passion

Hint:

No

E

Winners and losers

Hint:

No

Question 13 Explanation:

William Isaacs, author of Dialogue and the Art of Thinking Together, says,
“Dialogue…. is a conversation with a centre, not sides. It is a way of taking the
energy of our differences and channeling it toward something that has never
been created before.”

Question 14

Dustin Hoffman and Tootsie

Recalling his decision to make the film brought tears to his eyes in an interview with the American Film Institute.
What made Dustin Hoffman’s performance — and the film’s message — more convincing and powerful?

A

Sickness

Hint:

No

B

A male playing female role

Hint:

There's more . . .

C

Disagreement

Hint:

No

D

Sympathy

Hint:

Nope

E

Empathy

Hint:

Correct

Question 14 Explanation:

Empathy made Hoffman’s performance — and the film’s message — more
convincing and powerful.

Question 15

The ABCs of Persuasion

What does Dan Pink mean when he speaks of attunement?

A

Action

Hint:

Nope

B

Attention

Hint:

No

C

Understand the deeper message

Hint:

No

D

Understand another's point of view

Hint:

Yes

E

Getting in tune with the other person

Hint:

No

Question 15 Explanation:

In the latest RSA Short, best selling author Dan Pink shows us how to influence others more effectively; it’s as simple as A-B-C. Attunement, Buoyancy, Clarity.
And attunement is understanding another person's point of view.

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